PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT, NON-MANAGEMENT PERSONNEL

Employee Name: Position Title: Department:

Supervisor Name: Date of Review: For Period: To

At the beginning of each performance cycle, employee and supervisor review key responsibilities (from the job description). The supervisor and employee document specific responsibilities, with outcomes that describe how successful performance will be measured. Employee and supervisor then assign a priority to each activity. These will be documented in Section I – Key Responsibilities (pages 2 and 3). In addition, employee and supervisor should discuss the Performance Factors described on pages 4 and 5 and agree on how they apply to the employee’s work. Ongoing communication regarding performance is expected, both in informal and formal settings throughout the year. Either the supervisor or employee should feel free to initiate discussion of performance progress, expectations, priorities or obstacles. At the end of each performance cycle, a formal review of achievements in relation to the performance standards is documented. This includes a summary of employee performance during the performance cycle in relation to individual responsibilities and outcomes. The following ratings are given to indicate how the employee has performed in relation to performance responsibilities and outcomes. RATINGS SCALES Rating Level 2 – 3 = Meets Expectations Satisfactorily performs assigned activities and achieves expected outcomes. Work assignments typically are completed on time and meet all quality standards. Employee works under general or minimum supervision, with demonstrated understanding of all job functions and expected standards.

1 = Below Standards or Expected Results Performance is below standards. Employee does not fully achieve assigned goals. Work assignments are not consistent in meeting quality standards or deadlines. Employee requires close supervision and does not consistently demonstrate the ability to perform job functions at expected level of proficiency.

4 – 5 = Exceeds Expectations Quality and quantity of work is routinely higher than expected. Performance reflects high degree of initiative, commitment to excellence and ability to anticipate and respond to FIT’s needs. Employee demonstrates mastery of all job functions and frequently “raises the bar” in contributing to new systems and procedures.

or Semi-annually.KEY RESPONSIBILITIES Employee Name: Position Title: Department: Supervisor Name: Date of Review: For Period: From To At the beginning of the performance cycle.e. the employee rates his or her own performance. Moderate or Routine/episodic) for each responsibility or objective. and the supervisor rates the employee’s performance. if necessary. using the rating scale on page 1. Following the discussion. Monthly. This provides the basis for discussion between the employee and supervisor about accomplishments and issues that affected performance. Such timeframes may be As Needed. Quarterly. Section I . Weekly. the supervisor determines the “Final Rating” for each objective. It is expected that the employee and primary supervisor will meet throughout the performance cycle to review progress.PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT. they should be noted on the performance log. The purpose of the self-evaluation is to encourage dialogue around performance outcomes and related issues. identify and resolve problems and modify this plan. responsibilities.KEY RESPONSIBILITIES DATE MODIFIED KEY RESPONSIBILITY EXPECTED OUTCOME PRIORITY FEEDBACK FREQUENCY SELFRATING SUPERVISOR RATING FINAL RATING 2 . outcomes or priorities). If there are changes (i. NON-MANAGEMENT PERSONNEL Section I . depending on the nature of the activity. The priority designation guides both employee and supervisor in monitoring activities relative to their importance to the department. The supervisor documents specific outcomes to be achieved. At the end of the year. the relative priority of the objective and other relevant factors. considering the employee’s self-evaluation. employee and supervisor review key responsibilities from the employee’s job description. Employee and supervisor then assign a “Priority” (Critical.. in a way that describes how successful performance will be measured. Employee and supervisor establish appropriate timeframes for regular performance feedback to monitor progress toward achieving goals.

PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT. then divide by total number of responsibilities assigned) 3 . NON-MANAGEMENT PERSONNEL DATE MODIFIED KEY RESPONSIBILITY EXPECTED OUTCOME PRIORITY FEEDBACK FREQUENCY SELFRATING SUPERVISOR RATING FINAL RATING Section I Total Rating: ______________ (Add “Final Ratings” for each responsibility.

NON-MANAGEMENT PERSONNEL Section II . Is consistent in achieving accuracy. In addition to evaluating key responsibilities and performance objectives. Please use specific examples and comments to illustrate your rating. INITIATIVE: • Shows ability to work independently in context of the job. these performance factors help to assess total performance. At the end of the annual performance cycle. • Suggests ways to enhance work processes or operations. QUALITY OF WORK: • Maintains standards consistently. • Coordinates and uses available resources to get work done to assure important deadlines are met. overall effectiveness and attentiveness to detail. Applies Not Applicable Self Rating Supervisor Rating Final Rating 4 . INTERPERSONAL RELATIONS: • Maintains positive working relationships. Performance Factors PROFICIENCY IN CURRENT ROLE: • Demonstrates knowledge of position and/or team role. • Is flexible and willing to cooperate with others. At the beginning of the annual performance cycle. • Understands how position and responsibilities fit within the organization and contribute to department results. These performance expectations may be explained in the “Comments” section. • Demonstrates willingness to assume additional responsibility. supervisors and employees identify expectations for successful performance.PERFORMANCE FACTORS The following factors are important indicators of the skills and abilities an employee brings to the performance of his or her duties. • Demonstrates ability to listen and understand. thoroughness. neatness. 2 or 3 (Meets Expectations) or 4 or 5 (Exceeds Expectations) -.1 (Below Standards/Expectations). the supervisor rates the degree -. QUANTITY OF WORK: • Produces expected volume of work in a timely manner.PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT. PLANNING AND ORGANIZATION OF WORK: • Establishes priorities. Anticipates and prepares for changing workload or working conditions.to which the employee reflects these characteristics in the regular performance of his/her duties.

• Listens actively and acknowledges understanding. using appropriate language. PUNCTUALITY AND ATTENDANCE: Arrives and is ready to begin working at scheduled time. Maintains acceptable record of attendance. OTHER: (Specify any other critical Performance Factors here) Applies Not Applicable Self Rating Supervisor Rating Final Rating Section II Total Rating: ______________ (Add “Final Ratings” for each factor. NON-MANAGEMENT PERSONNEL Performance Factors VERBAL & LISTENING SKILLS: • Expresses self well verbally. • Demonstrates clear understanding of team goals and contributes to their achievement. Demonstrates ability to maintain sensitive information in confidence.PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT. sharing only with appropriate contacts. then divide by total number of factors applied) Employee’s Comments on Performance Factors: Supervisor’s Comments on Performance Factors: 5 . WRITING SKILLS: • Presents ideas clearly in written format. TEAM PARTICIPATION: • Proactively builds partnerships and seeks involvement with other constituencies/employees. DISCRETION AND CONFIDENTIALITY Knows what FIT information or materials are sensitive and why. using language appropriate for the intended audience. • Works cooperatively and effectively with team members. grammar and style.

along with any explanation of how they will help the employee’s personal or professional development.DEVELOPMENT GOALS Employee and supervisor discuss and document development goals to be achieved during the next performance cycle. This should include an assessment of how much a priority the development goal is: (C) = Critical. To identify these goals. Development Goals/Purpose Priority Target Dates 6 . temporary project assignments or mentoring programs. NON-MANAGEMENT PERSONNEL Section III . Target dates for achievement of these development goals are outlined. These may include formal training or education courses. and (VA) = Value Added. on-the-job training. employee and supervisor review development needs identified in the previous performance cycle. (M) = Moderate.PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT.

NON-MANAGEMENT PERSONNEL OVERALL PERFORMANCE RATING Enter the Total Ratings for Performance Objectives (page 3) and Performance Factors (page 5). Add the Total Ratings and divide the sum by 2 to calculate the Overall Rating. Total Rating a) Section I: Key Responsibilities (page 3) b) Section II: Performance Factors (page 5) a) b) OVERALL RATING Divide line c) by 2 SUBTOTAL: c) Add lines a) and b) d) 7 .PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT.

Senior Administrator’s Comments SIGN-OFF AND REVIEW (Please indicate date signed after your signature) Signature Employee Supervisor Senior Administrator * Date * If the appraisal is for one of the President’s direct reports. the President signs off as Senior Administrator. 8 . NON-MANAGEMENT PERSONNEL Any additional comments may be attached as a separate sheet.PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT.

Bonuses will not become part of the base salary. Recommend a bonus increase: Please check “Yes” or “No” YES BONUS NO Signature President Date 9 .PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT. Please check “Yes” or “No.” Bonuses should be a reflection of exemplary performance over the year. NON-MANAGEMENT PERSONNEL President’s Comments BONUS Supervisors are to recommend to the President whether each administrative employee in their respective area should or should not be considered for a bonus.

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